FINANCING THE PEDIATRIC MEDICAL HOME. Mark Weissman, MD, FAAP Maryland AAP Meeting September 8, 2012

Transcription

1 FINANCING THE PEDIATRIC MEDICAL HOME Mark Weissman, MD, FAAP Maryland AAP Meeting September 8, 2012

2 Faculty disclosures No conflicts of interest

3 Additional disclosures I am a very general pediatrician My presentation reflects my personal perspective not that of the American Academy of Pediatrics, Children s National Medical Center or any of its subsidiaries

4 Learning Objectives At the conclusion of the presentation, learners will be able to: Describe the emergence of Medical Home as a care delivery and payment model Describe local Medical Home payer pilots Detail basic steps pediatric practices can implement to improve quality and Medical Home reimbursement

5 Medical Home: Key Component of US Health Care Reform Puts patient at the center of the health care system Provides primary care that is: Accessible Continuous Comprehensive Family-centered Coordinated Compassionate Culturally effective American Academy of Pediatrics

6 Medical Home : Origin in Pediatrics AAP: Every Child Deserves a Medical Home (1978) Calvin Sia, MD (AAP) AAP COPP (1967) CSHCNs All children Medical Home expands to all Primary Care Endorsed by AAP-AAFP-ACP

7 Patient-centered Puts patients at the center of the health care system, and provides primary care that is accessible, continuous, comprehensive, family-centered, coordinated, compassionate, and culturally effective. (American Academy of Pediatrics) Patient Centered Medical Home Origins in Pediatrics Endorsed by ACP, AAFP, AAP Elevated by Health Care Reform Emerging as payment model to achieve triple aim

8 Align with Health Care Reform & IHI Triple Aim Improving the US health care system requires simultaneous pursuit of three aims: Improving the experience of care Improving the health of populations Reducing per capita costs of health care Berwick D, Nolan T & Whittington J: The Triple Aim: Care, Health And Cost, Health Affairs 27, no. 3 (2008): Population Health Don Berwick: recent CMS Administrator Experience of Care Per Capita Cost

9 CMS: The 3 Part Aim Better Care Better Health Lower Costs 2 ways to lower costs Cut payments (simple) Improve quality (hard) CMS Innovation Grants: $1B total for sustainable, scalable, replicable Medicare, Medicaid, CHIP models

10 Early evidence: Medical Homes beginning to bend the cost curve Investing in primary care patient centered medical homes results in improved quality of care and patient experiences, and reductions in expensive hospital and emergency department utilization. There is now even stronger evidence that investments in primary care can bend the cost curve, with several major evaluations showing that patient centered medical home initiatives have produced a net savings in total health care expenditures for the patients served by these initiatives.

11 Evidence? Payers are not waiting WSJ: January 2012 Wellpoint & Aetna announce new primary care payment models Increase PCP fee schedule by 10-15% Added payment (pmpm, care plans) for coordinating care, managing chronic disease Additional reward if total cost reductions (20-30% of savings)

12 United HealthCare "This is not just an exercise or a pilot," said Sam Ho, chief clinical officer at UnitedHealthcare. "It represents a significant change in the architecture of our compensation models for doctors and hospitals." WSJ: February 2012 UnitedHealth states it plans to ramp up "valuebased" contracts from 1 2 % (currently) to 50-70% of the carrier's commercially insured members by UnitedHealth expects the new efforts to save at least twice as much money as they cost.

13 Emerging Medical Home payment models Enhanced FFS Care Coordination Quality P4P

14 Enhanced reimbursement to primary care medical home Enhanced FFS Increased base rate or fee schedule Medical Home transformation & care coordination PMPM Proposed Medicare pmpm: $8-20 pmpm Limited benchmarking for pediatric pmpm Practice-based care coordination: evolving skill set Appointment scheduling, outreach/recall, disease/condition management, home care orders, coordination with schools & community resources Chronic complex children- coordinate with hospital resources, specialists, education & community resources Quality Incentives/P4P or shared savings Shared savings measured, calculated and shared how? Limited pediatric metrics Methodology not clear Impacts and savings difficult to predict

15 Majority of states now have Medical Home payment models or pilots underway Pay PCMH practices additionally for medical home services Many linked to NCQA Medical Home Practice Recognition Potential shared savings for total expense reduction PCP influence on hospital, ED, specialty, pharmacy utilization

16 Maryland Health Care Commission: PCMH Pilot ( ) Payer participation legislated by state Aetna, CareFirst BCBS, CIGNA, United Healthcare, Coventry & Maryland Medicaid 50 practices, 300 providers, 200,000 patients (mostly adult care) NCQA PCMH recognition & support Practice transformation payments Level 3: $ $ $6.01 pmpm (<10,000 pts - >20,000 pts) (commercial) Level 3: $5.84 pmpm (all Medicaid) Shared savings calculated separately for each practice State legislated model if successful pilot?

17 CareFirst Mid-Atlantic PCMH contract (3.5 million subscribers) New PCMH contract for Primary Care Providers Triple Aim Payment: Increase PCP fee schedule: 12% Incentivize Care Coordination $200 per Care Plan with CareFirst RN Case Manager for high-utilization/cost patients Gain Sharing: reduce annual costs for attributed patients = higher fee schedule following year 2011 < 2010 = higher 2012 PCP fee schedule Data transparency via CareFirst Portal All patient claims & costs PCPs identify cost-effective providers Offering bypasses hospitals & specialiststargets & rewards PCPs Insurance product: Healthy Blue Reduced premiums & deductibles for selecting & working with Medical Home physician

18 Aetna now paying Coordination of Care PMPM to NCQA PCMH Beginning August 3, 2012, pay added pmpm to NCQA PCMH recognized practices for attributed patients in most Aetna plans Level 3 = $3.00 Levels 1-2 = $2.00 Cover costs for transforming to PCMH practice

19 CareFirst: Year 1: $23M payout 300 groups- 250 earned rewards 60% below projected costs 20% increase in 2012 fees PCMH program had net savings of 1.5% (=$40M)

20 PCMH Quality Profile Scorecard Measures Appropriate Use of Services: 20 points Admissions (potentially preventable) (8 points) Potentially preventable ED use (4 points) Ambulatory, diagnostic, imaging and antibiotics (8 points) (Viral URI, Pharyngitis) Effectiveness of Care: 20 points Chronic Care (10 Points) Asthma, diabetes, CAD, MI, Depression Population Health (10 points) Screening: colon CA, chlamydia, cervical CA, breast CA, childhood immunizations Patient Access: 20 points e-scheduling, e-visits, extended office hours (eves & weekends) Structural Capabilities: 10 points E-Rx, , EMR, EMR Meaningful Use (MU), external certification Degree of Engagement: 30 points (NOT measured in 2011) 2011 TOTAL POTENTIAL POINTS: 70 (converted to 100 point scale)

21 1 NoVa practice: 24% fee increase >3000 member panel size >4% 2011 total savings vs projected expense calculation (medical + pharmacy) Quality score: 39.3 Practice Comment: With added incentive, moved from low to average payer for our practice but they are a big payer for us. Success factors? Extended hours Early am, evenings, weekends EMR, erx, Screening: Immunizations Asthma disease mgmt Minimal coaching Watch referrals Limited engagement with CF care coordination/plans Did internal survey for chronic/expensive patients & reviewed with CF coordinator

22 Isn t my practice already a Medical Home? Most pediatric practices provide many aspects of medical home - but likely not all Still have practice redesign and/or documentation to do to be recognized as an NCQA Patient Centered Medical Home (PCMH)

23 AAP Medical Home Implementation Resources

24 National Center for Medical Home Implementation Payment & Finance

25 Accreditation & Recognition: NCQA recognizes Medical Homes Hospitals JCAHO Leapfrog Group ANCC-Magnet Status Physicians: Board Certification: American Board of Pediatrics NCQA PCMH Recognition

26 NCQA PCMH Model for Care NCQA PCMH Model for Care Personal physician (or NP) Coordinated care Care team Enhanced care, access & communication Facilitated by HIT: registries, information technology, health information exchange and patient web portals. Assure that patients get the indicated care when and where they need and want it in a culturally and linguistically appropriate manner.

27 NCQA PCMH standards, 28 elements (6 must pass ) 1. Enhance Access & Continuity Access During Office Hours 2. Identify & Manage Patient Populations Use Data for Population Management 3. Plan & Manage Care Care Management 4. Provide Self-Care Support & Community Resources Support Self-Care Processes 5. Track & Coordinate Care Referral Tracking & Follow-up 6. Measure & Improve Performance Implement Continuous Quality Improvement

28 NCQA PCMH Application Detailed electronic application Extensive documentation of processes Policies & procedures, data, screenshots, quality improvement At least 90 continuous days Fees: $80 Survey Tool $800 - $4000 (1 8+ providers/practice site) +$10/# >50 20% discount if sponsored by health plan, employers or other programs Discounts for Multi-Site Group Survey (common system)

29 NCQA PCMH Recognition Children s National: Goldberg Center for Community Pediatric Health Seven primary care health centers & mobile health program Fall 2010 Summer 2011: Significant practice redesign (6 months) and detailed 90-day documentation of practice PCMH performance (2008 standards) Shared leadership, faculty & management team incentive goals Submitted group application: each center recognized by NCQA at highest Level III PCMH (August 2011) DC: 1st pediatric practices & 1 st practices serving underserved populations Nationally: among 1 st pediatric practices in academic settings (children s hospitals) 1 st adolescent medicine practice

30 New NCQA PCMH Standards 2011: PPC-PCMH 2008 vs. PCMH 2011 PPC-PCMH (9 standards/30 elements) 1. Access & Communication Processes Results 2. Patient Tracking and Registry Function 3. Care Management Continuity Between Settings 4. Self-Management Support 5. Electronic Prescribing 6. Test Tracking 7. Referral Tracking 8. Performance Reporting and Improvement Measures of Performance Patient Experience 9. Advance Electronic Communications PCMH 2011 (6 standards/26 elements) 1. Access/Continuity Access Medical Home Responsibilities CLAS Practice Team 2. Identify/Manage Patient Populations 3. Plan/Manage Care Care Management Medication Management/e-Prescribing 4. Self-Care Support 5. Track/Coordinate Care Test/Referral Tracking Facilities 6. Performance Measurement/Quality Improvement Measures of Performance Patient Experience Quality Improvement Reporting

31 EMR incentives Eligible providers (>30% Medicaid) can receive up to $65,000 over 5 years for implementing a certified EMR and documenting meaningful use Reduced payment for Medicaid >20% Maryland REC: CRISP Maryland: payer incentives for EMR implementation Position for triple aim (care, health, cost), NCQA PCMH and evolving payment models

32 Surveying patient experience

33 Massachusetts: Consumer Reports Ratings of PCP s

34 Ratings of pediatric practices (MHQP) Willingness to recommend Def YES-Prob YES-Not sure- Prob Not-Def Not Performance (4 1) How well doctors communicate with patients How well doctors know their patients How well doctors give preventative care and advice Getting timely appointments, care and information Getting courteous and respectful help from office staff

35 Added CAHPS Medical Home Survey Questions: Emphasis on Convenient Access & Care Coordination In the last 12 months: How many days did you usually have to wait for an appointment when your child needed care right away? How often were you able to get the care your child needed during evenings, weekends or holidays? Did you get any reminders about your child s care between visits? How often did your provider seem informed and up-to-date about the care your child got from specialists? Did anyone talk at each visit about all the prescription medicines your child was taking? Did anyone talk with you about specific goals for your child s health? Did anyone ask you if there are things that make it hard for you to take care of your child s health? Supplemental survey questions for children with special health care needs

36 Patient experience surveys: Measure & incorporate into practice improvements Q u e s t i o n s I s t h i s y o u r r e g u l a r p r o v i d e r E a s e o f c a l l i n g t h e C l i n i c f o r r e f i l l s o r t o g e t a d v i c e f r o m t h e n u r s e A b i l i t y t o s c h e d u l e a n a p o i n t m e n t o n a c o n v e n i e n t d a y a n d t i m e D o c t o r s a r e a v a i l a b l e t o t a l k t o m e w h e n I c a l l o r r e t u r n m y c a l s p r o m p t l y S o m e o n e i n t h e C l i n i c a l w a y s a n s w e r s t h e p h o n e d u r i n g t h e d a y T i m e i n w a i t i n g r o o m T i m e i n e x a m r o m T i m e w a i t i n g f o r s h o t s N e a t a n d c l e a n w a i t i n g r o m N e a t a n d c l e a n e x a m r o o m E a s e o f f i n d i n g w h e r e t o g o C o m f o r t w h i l e w a i t i n g P r i v a c y d u r i n g t h e v i s i t F r i e n d l y a n d h e l p f u l t o y o u A n s w e r s y o u r q u e s t i o n s F r i e n d l y a n d h e l p f u l t o y o u C a r e s a b o u t y o u r c h i l d A n s w e r s y o u r q u e s t i o n s L i s t e n s t o y o u a n d y o u r c h i l d T a k e s e n o u g h t i m e w i t h y o u E x p l a i n s w h a t y o u w a n t t o k n o w G i v e s y o u g o o d a d v i c e a n d t r e a t m e n t I s r e s p e c t f u l a n d c a r i n g W o u l d y o u s e n d y o u r f a m i l y o r f r i e n d s t o u s f o r c a r e? I s t h i s C e n t e r y o u r M e d i c a l H o m e ( r e g u l a r s o u r c e o f c a r e )? O v e r a l A v e r a g e s ( W e i g h t e d ) G o l d b e r g O v e r a l l A v e r a g e C o u n t M e a n C a t e g o r y P e r c e n t a g e s F a v o r a b l e N e u t r a l U n f a v o r a b l e % % % 0. 0 % % % % % % % % % % % % % % % % % % % % % % % % % % % % % % % % % % % % % % % % % % % % % % 6. 2 % % 8. 0 % % % % % 5. 9 % % % % % 6. 4 % % % % % % % % % % 6. 2 % % % % % 8. 7 % % % % % 7. 8 % % % % % 6. 6 % % % % % 7. 0 % % % % % 7. 3 % % % % % 5. 6 % % % % % 6. 0 % % % % % 5. 7 % % % % % 6. 4 % % % % % 4. 8 % % % 0. 0 % 5. 2 % % % 0. 0 % 6. 3 % % % % % %

37 How many here survey patients/families? Start small Download CAHPS Survey 20 families $5 gift card = $100 best advice You will be graded on this exam in the near future

38 Evolution & alignment of quality measures CMS: Medicaid (CHIPRA) QUALITY MEASURES EHR: Meaningful Use NCQA: HEDIS

39 NCQA HEDIS measures (Healthcare Effectiveness & Data Information Sets) Measure health plan & provider performance (admin claims & chart audits) Pediatric measures: (for patients assigned to PCP) # of recommended well-child visits Immunizations: childhood & adolescent Asthma: controller meds if asthma dx ADHD + stimulant Rx: evidence of follow-up care Chlamydia screening Obesity: BMI%ile, nutrition & activity counseling URI diagnosis- no antibiotic Rx (PBM) Strep pharyngitis dx + antibiotic Rx TC/rapid test?

40 Evolution from practice measures to population measures Clinical practice performance All attributed patients Patient satisfaction with care experience Health plan, provider/practice/hospital Cost of care (total expense for patients attributed to PCP/practice) Triple Aim New payment models will reward high performers (and pay less to low performers)

41 What drives expense (total cost)? Not primary care practice charges (maximize these) Hospitalization ED visits Specialty visits (and procedures) Pharmacy DME/Home Care (manage reasonably & appropriately)

42 Where s the savings in kids?

43 14 th CNHN Pediatric Practice Management Seminar The Business of Pediatrics: Who Will Pay for Medical EXPENDITURES FOR SELECTED HEALTH Homes? PROGRAMS: $ (BILLIONS) Wise, 0 MEDICARE + PART D MEDICARE MEDICAID MEDICAID FOR CHILDREN 7.8 SCHIP

44 Where s the savings in kids? The savings opportunity may be in adult care, but pediatrics is along for the ride!

45 Medical Home: Origin in Pediatrics Opportunities for cost savings in adult care Opportunities for making care more costeffective in Pediatrics? Maximizing preventive care Chronic disease management: asthma, ADHD, obesity Care coordination for CSHCNs/complex illness Pharmacy utilization: brand vs generic Specialty referrals, studies & F/U care: frequency & expense Mental/behavioral health (co-morbidity, influence on utilization) Medical Home access & ED utilization Elective surgery Ambulatory sensitive admissions Directing patients by quality or cost We are going to need to develop skill set & experience to manage population health & cost successfully

46 I m too busy to manage complex patients Historic business model 6 x URI/OM >>> 1 x anything B Starfield: tyranny of the 15 minute visit Volume rules; refer anything that takes time Emerging business model Increased primary care payments for access, population & disease management Payment for care coordination & expanded medical home access/services Gain-sharing/rewards for reducing total population expense

47 Successfully managing new contracts Pro-actively reach out to improve: Well child visits & immunizations Chronic disease management: asthma, ADHD, obesity, other prevalent conditions Phone & access for condition management Chronic complex illness: high utilizers (coordinate with care coordination/case management resources at referral center (CNMC Complex Care Program) and/or insurance plan Who are your frequent flyers: admissions, ED visits? Can you identify children who: Have not come in for: WCC or F/U visits See a lot of specialists (cost & quality of specialists) Have asthma & need flu shots Have risk factors and need Synagis (RSV immune globulin)?

48 Where have all the OME s gone? Changing illness pattern: impact of immunizations Changing utilization patterns Economic belt-tightening Reduced health care visits for acute & preventive care nationally Improved profits for insurance plans (less medical expense) Employer shift to high-deductible plans Convenience care Retail-based clinics and urgent care centers

49 Walmart: coming to your health neighborhood soon A disruptive technology or disruptive innovation is an innovation that helps create a new market and value network, and eventually goes on to disrupt an existing market and value network (over a few years or decades), displacing an earlier technology. The term is used in business and technology literature to describe innovations that improve a product or service in ways that the market does not expect, typically first by designing for a different set of consumers in the new market and later by lowering prices in the existing market. Walmart: $4 co-pays for generic prescriptions Walmart VP: We want to make Walmart your #1 healthcare destination

50 Convenience vs Medical Home Low-priced convenience care Retail-based clinics: 100 sq ft, NP, computer algorithms, remote medical director Money loser vs same store sales How can pediatricians compete? Sell formula, diapers Can you compete with Walmart on price for medical visit & convenience, parking, food prices, sales?

51 One approach

52 Plan for climate change

53 When life gives you lemons

54 Don t just make lemonade- sell it!

55 How can Medical Homes survive & thrive? A checklist Be patient-centered Survey your patients regularly, listen & respond; public ratings will become standard px Maximize & personalize customer service at all points in practice; phone access Educate your healthcare consumer: value of expertise, quality care, personal relationship (concierge care for all patients) Build on-going doctor-patient relationship, trust, business model Leverage electronic health records, portals, & social media to build patient communication & engagement ( like us: it s a new generation) Refocus business model from volume to value-based contracts; utilize Medical Home payments to expand resources for outreach, care coordination & condition management Extend hours and/or offer convenience (urgent care/walk-in hours- early/late) for convenience care vs let it go? Extend hours for higher value services: WCC, behavioral health, chronic disease mgmt, asthma/adhd/obesity/new parent groups, seasonal sports exams Focus on preventive care & chronic illness management (new morbidities is new business model) Improve care experience, population outcomes & reduce total expense (chronic disease management, behavioral health, care coordination for chronic complex children, co-management with specialists)

56 Old business model vs new? VOLUME VALUE

57 Health care (payment) reform ACA repeal? Election? United States needs to reduce health care expenditures to remain competitive in global economy Major payers already moving towards value-based contracting UHC, Aetna, and Wellpoint announce new value models to shareholders UnitedHealthcare--70% of provider contracts by 2015 Fortune 500 promote high deductible plans for employees Reduce company expense; give employees more choice Patients will select care options by quality and cost

58 Multiple shades of blue New regional CareFirst contracts Patient-Centered Medical Home (Mid-Atlantic) Enhanced PCP payments for access and care coordination Cost transparency for hospital and specialty care 4% total savings in PCMHs; $23M in year 1 incentives for PCPs Tiered co-pays and deductibles (Massachusetts) Would you prefer to pay $50 or $500 for that MRI? Global contracts (Children s Boston-Massachusetts) One system payment: Children s Hospital, employed specialists and contracted primary care network Incentives for quality not volume Coming soon to our neighborhood

59 Volume vs value payments Volume: basic business model of U.S. healthcare (hospital, specialty, and primary care) See more, do more, bill more PCP: multiple 99213s vs /99215 Value: incentivizes quality outcomes and total expense reduction Added payment for Medical Home access and services Promote care coordination, chronic disease management Incentives/shared savings for reducing total expense Hospital, ED, specialty, elective surgery, pharmacy, etc.

60 Don t touch that dial adjust cautiously VOLUME VALUE

61 Get bigger? Consolidate into larger groups, networks to achieve economies of scale (contracting, staffing extended hours) Partner in global contracts/aco s? Provider organizations/health systems manage total care/expense of defined cohort of patients CMS Medicare pilots Where are pediatricians best served? Provider-led ACO (adult) vs hospital systems Degree of influence, risk/gain sharing Evolution in antitrust/group contracting Physicians may organize around quality ACO vs clinically integrated quality network (FTC)

62 Take home message Medical Home is emerging as care delivery & payment model NCQA PCMH recognition can be useful tool to guide practice transformation but is labor intensive Health care payment evolving from volume to value-based models Value is framed by triple aim: better care, better health, lower cost Pediatricians need to position for value-based care through measuring & improving patient experience, population outcomes and total expense

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64 Contact information Mark Weissman, M.D. Children's National Medical Center Division Chief, General Pediatrics & Community Health Vice President, Goldberg Center for Community Pediatric Health Vice President & Executive Director, Children's National Health Network 111 Michigan Avenue, N.W. Washington, DC (Donnita Pickett, Staff Assistant) (Desk- voic )

65 Questions & Discussion